Many projects require changes in behaviour.
We can list them, prioritize them, set an example, and talk about them over and over again, but if we don’t measure their adoption, we won’t know whether they are actually being put into practice.
So let’s step back a bit (here, here! click here!!) and take a look at the steps involved in measuring behaviours.
Here we’ll focus on the first step: define target indicators!
First, though, a brief introduction: definitions – boring but necessary, and luckily, very few and super simple.
Intention: How ready you are AND how much you want to change.
Attitude: Your state of mind, how you approach something depending on whether you find doing it useful or fun (or not).
Behaviour: What you actually do.
Let’s take running as an example – I’m sure many of you will be able to relate:
| Intention: Go, go, go, I’m going to start running again and be in great shape. Attitude: Ouf maybe not tonight, I’m beat (I have an 18-month old, so at least I have a good excuse – the same one as for the last 18 + 9 months, in fact ) Behaviour: In the end, I stayed home. |
What I’m getting at is this: the only thing we can measure is behaviour, so that’s what the indicators need to be focused on.
Now let’s get to the heart of the matter: how to define indicators for behaviour.
1- A generic indicator AND an indicator for each target group:
Chances are that the behaviours to be changed will not all be the same for your various target groups. That said, it is important that all those affected feel involved.
Ideally, we would therefore aim for:
- one indicator per target group, and
- a generic indicator that represents the project as a whole and that engages everyone.
Don’t leave anyone behind, keep your troops engaged!!
| Think horizontally |
One small point – you’ll think it’s obvious but I’d rather spell it out anyway: Take care to ensure that the indicators for each target group and the generic indicator don’t conflict.
2- Involve as many people as possible!
| And vertically! |
Establish indicators at various levels: involve managers, involve your change agents, in short, widen your scope! And it can even come from them (bingo, one less thing to do )!
Ask them: What do you think is the most important behaviour for us to change to reach our objectives?
When people are involved, they become engaged, and when someone is engaged the odds are much higher that they will work on their behaviour and actually change.
3- Choose indicators that are concrete and easily understood…
Everyone doesn’t necessarily speak the same language. Try to find simple, inspiring indicators that everyone can get behind. And don’t hesitate to repeat them, post them and refer to them again and again to establish the link between your indicator and the expected behaviour associated with it.
Let’s go back to the running example…
- Goal for the week: Run one-tenth of Notre-Dame Street!
| You don’t have a clue how far that is, do you. |
- Goal for the week: Run 3.5 km!
| Yup, just for you, dear readers, I went and measured Notre-Dame Street – it’s 35 km long (it’s actually the second longest street in Montreal, if you really must know…). |
4- …measurable… :
Otherwise it’s even more difficult to track… We’re talking about specific observable behaviours, but I won’t go into detail on the subject because it’s already explained here!
Basically, if behaviours are not observable, they can be quite difficult to measure and track. And it becomes downright impossible to know when people need help.
5-…and, if possible, gradual:
| Running again (definitely a good example): If you start from 0 with “a marathon in under 4 hours” as an indicator – what if you’re not there yet? But let’s say you had an indicator at 5 km, then at 10 km, then12 km, etc. … wouldn’t you be a bit more motivated? |
Let me explain: Of course, sometimes things are either black or white, and that’s fine. But it’s often more motivating to see your progress as you go along.
It also allows you to celebrate small victories along the way. Don’t aim too high in one go and risk becoming discouraged.
And finally, remember: That which is not measured ends up being forgotten.
| P.S.: Just so you know, I’ve found the perfect recipe for taking up running again: an 18-month-old + a pandemic = a compelling need to get out and get some air. Who’d’ve thought the solution was right in front of my nose? (yes, I do think I’m funny…) |
Bonus: Sample indicator
Set up a short weekly survey with three quick questions:
- Do I practice the behaviour?
- Does my manager practice the behaviour?
- Do I see my colleagues practicing the behaviour?
Things really get interesting when everyone says they practice the behaviour but they don’t see anyone else practicing it…
Change management consultant
Aplus
